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1997, north of Wuhu city, a barren stretch of land.
No factories, no equipment, no technical drawings, hardly anyone believed anything could grow here. Chery drove its first stake into such a place. Back then, the Chinese auto market was dominated by joint-venture brands. Santana, Jetta, Fukang "the old three" ruled supreme. Domestic brands? In many people's concepts, that was just a joke.
Two years later, the first Fengyun came off the line. Two more years passed, and Fengyun became the first Chinese brand sedan to cross the border. No one could have imagined that this car, which raced out of the barren land, would weave a story of 20 million vehicles 29 years later.
But what is truly worth discussing about the number 20 million is never how big it is, but how "heavy" it is.
20 million, placed in today's Chinese auto market, just looking at the numbers, it's not earth-shattering. But if you calculate this arithmetic problem differently, the result is completely different.
Among Chery's 20 million users, nearly 7 million are from overseas. Accounting for 35%. What does this mean? For every 3 Chery vehicles sold, 1 is sold outside China. This proportion is unique among all Chinese automakers.
This first half of the year, Chery exported 943,800 vehicles, up 71.5% year-on-year. On average, one Chery vehicle heads to an overseas wharf every 17 seconds. June was even more exaggerated, with overseas sales hitting 191,000 in a single month, with an export ratio as high as 69.5%. In other words, nearly seven out of ten Chery vehicles sold that month were bought by foreigners.
If we look at the timeline, in 2007 Chery completed its first 1 million in the first decade—that was the first time a Chinese domestic brand knocked on the door of the "million club". From 1 million to 20 million, 19 years, compound growth rate 17%. The growth curve of the last two years is steep and frightening; just the export volume of the first half of this year already exceeded the total global sales of certain brands for the entire year.
But what is worth pondering more behind the numbers is: Chery didn't just recently think about going overseas, it has walked this road of globalization for over twenty years. Starting from the first Fengyun exported to Syria in 2001, Chery has always been moving outwards. The first 20 years were a slow simmer, only in the last two years has it come to a quick boil.
At the delivery site of the 20 millionth vehicle on July 25, 2026, there was an interesting detail.
The owner is named An Xinran, Australian nationality, pursuing a PhD at Zhejiang University. Why did she buy a Chinese brand EV? The story starts with her mom. An Xinran's mom was already a Chery owner in Australia. Back then she chose Chery because Chery received a five-star rating in the Australia and New Zealand high-spec safety test. The old lady felt this Chinese car was reliable, safe, and trustworthy.
Influenced by her mother, after coming to China to study, An Xinran has been paying attention to Chery. Later she saw the Fengyun A9, was moved by its appearance and intelligent cockpit, became the recipient of the 20 millionth vehicle, and received the car key from Yin Tongyue and spokesperson Yang Zi.
Where is the gold content of this story? In "intergenerational transmission" and "trans-oceanic trust".
Mom drives a Chery in Australia for safety; daughter drives a Chery in China for intelligence. Two generations, two countries, two completely different usage scenarios and consumption needs, caught by the same brand. This is not something ad copy can fabricate; this is real word-of-mouth rolling into a snowball.
Think about it, how harsh the Australian market is on car safety requirements, anyone who knows cars slightly knows. Getting a five-star rating there is equivalent to getting an "entry ticket" for the entire mature Western market. And an Australian family, mom drove it and thought it was good, daughter continues to buy — this trust chain is more convincing than any "Global Sales #1" slogan.
What is truly difficult is not selling the car, but taking root
Many people think "globalization" is just shipping cars to ports, loading ships, and sending them off. That is trade, not globalization.
Chery's understanding of globalization is three stages: product going overseas, capacity going overseas, ecosystem going overseas. As Yin Tongyue said, it is from "going out" to "going in" and then to "blending in".
How to blend in?
As of now, Chery has 16 overseas factories globally, distributed in Brazil, Spain, Thailand, South Africa, etc. In 2024, Chery cooperated with Spanish EV MOTORS, revived the Spanish national brand EBRO, directly creating over 1,000 jobs, called a "model of China-Spain cooperation" by both governments. This July, Chery launched the upgrade and renovation of the South African Rosslyn plant — this plant was built in 1963, after Chery took over it promised to retain all 692 employees, and also drove nearly 3,000 jobs upstream and downstream.
Among Chery's 150,000 global employees, overseas employees exceed 20,000.
Yin Tongyue has a sentence that impressed me deeply. He said Chery cannot be a "tumbleweed chasing profit", rolling wherever the wind blows, cannot take root; it must be a "tree planter rooted locally", wherever it is, for wherever it is, becoming a part of the locals.
This sounds simple, but weighs heavily. The "tumbleweed" style of going out is the logic of making fast money — rush in when the market is good, run away when the market is bad. But the logic of the "tree planter" is — I came, and I won't leave, I grow together with this land.
In 2026, Chery joined the IATF International Automotive Task Force Board, obtained the voting right for global auto standard formulation. From "abiding by rules" to "participating in setting standards", this leap is much harder and more valuable than selling hundreds of thousands more cars.
After 20 million, why dare to say "no involution"?
At the Fengyun A9 launch event on July 25, 2026, Yin Tongyue said: "After 20 million vehicles, we will no longer participate in involution, we will no longer only pursue sales, but pursue upward brand growth, pursue greater value creation."
Spoken by others, this might be face-saving talk. But spoken by Chery, it is backed by solid actions.
This first half of the year, Chery actively "squeezed out excess" domestically, significantly reducing dealer inventory, shipping 150,000 fewer cars domestically. The sales figures indeed looked bad, but dealer inventory pressure eased, channels became healthier. What was the cost? Decline in short-term sales. What was exchanged? Beneficial operation of the entire system.
In the latest Fortune China 500 list, Chery ranked 87th on its debut, with a return on net assets of 36.5%, number one in the auto industry. Not competing on price is because it found things more valuable than competing on price.
Fengyun A9 is that "upward" spear. Full series standard equipped with 70kWh battery, 655 km range, 8 airbags, front double wishbone rear five-link suspension, pre-sale price 109,900 to 129,900. Pulling this spec sheet to the European market, the level of competitiveness is clear to those in the know. 72-hour pre-sale orders 18,173 units, 15 days broke 31,729 units. The market votes with its feet, more real than any self-praise. From the first Fengyun going off the line in 1999, to today Fengyun A9 becoming the carrier of the 20 millionth; from "making cars ordinary people can afford" to "defining global high-quality mobility standards" — the name Fengyun has been used for 27 years, the logic behind it has climbed several steps.
What did that stake hammered on the barren land pierce out?
Back to 1997. When Chery drove the first stake into the barren land, no one believed this zero-start domestic brand could survive, let alone believed it could go out.
That year, the landscape of Chinese cars was still decided by joint-venture brands. "Market for Technology" was exchanged for 20 years, how much technology was actually exchanged, everyone has a number in their heart. Chery took a different road from the beginning — no joint ventures, no relying on foreign parties, gnawing technology by itself, expanding market by itself.
Was this road difficult? Too difficult. The first 1 million in 2007 took ten years; from 1 million to 2 million took three years; from 2 million to 5 million took five years; from 5 million to 10 million took six years; from 10 million to 15 million took three years; from 15 million to 20 million took only two years. The slope gets steeper and steeper, but every step is stepped solidly.
This number 20 million, the real weight is not in "20 million" itself, but in its composition — 35% overseas users, first Chinese brand exports for 23 consecutive years, three-digit growth in European market, one seat on the IATF board, An Xinran and her mom crossing two generations and two countries brand trust.
These are the assets that cannot be taken away. Yin Tongyue said, 2027 is Chery's 30th anniversary, by then Chery will not only be an auto company, but also a tech ecosystem company. From barren land to 20 million vehicles, from Wuhu to over 100 countries and regions globally, Chery has walked this road for 29 years.
No short cuts, all hard work. But on the road of globalization, it is precisely hard work that is most valuable.
In the Malaysian SUV market, many buyers compare Proton X50 and Chery Tiggo 8 Pro when choosing a car. These two models are quite close in price and positioning. Today, we will make a detailed comparison from multiple aspects to help you save time on research.
The OTR price of Proton X50 in Malaysia is RM 89,800 - 113,300, with a total of 4 versions, including 1.5T Executive (RM 89,800), 1.5T Premium (RM 101,800), 1.5T Flagship (RM 113,300), etc.
The OTR price of Chery Tiggo 8 Pro in Malaysia is RM 159,750 - 159,750, with a total of 2 versions, including 1.6L Turbo Standard (RM 130,000), 1.6L Turbo Premium (RM 145,000), etc.
From a price perspective, the starting price of Proton X50 is indeed RM 69,950 cheaper than Chery Tiggo 8 Pro. If your budget is limited, the entry-level version of Proton is already sufficient for daily needs. But be aware, the few thousand Ringgit difference might involve compromises in features, it depends on your specific needs.
Proton X50 is equipped with a 1.5L 4-cyl engine, 105 hp. Official fuel consumption 6.0 L/100km.
Chery Tiggo 8 Pro is equipped with a 2.0L 4-cyl engine, 170 hp. Official fuel consumption 8.0 L/100km.
In terms of power, Chery Tiggo 8 Pro's 2.0L 4-cyl has 65 hp more than Proton X50's 1.5L 4-cyl. However, for daily city driving, the power of both cars is sufficient and won't feel underpowered.
Proton X50 warranty 5 years/150,000km, maintenance interval every 10,000km or 6 months.
Chery Tiggo 8 Pro warranty 3 years/100,000km, maintenance interval every 10,000km or 6 months.
Both Proton X50 and Chery Tiggo 8 Pro are mainstream choices in the Malaysian market, suitable for family use and daily commuting. If you value brand reputation and resale value more, prioritize the one with better reputation; if you care more about cost-performance ratio and features, choose the one with richer configuration. Ultimately, it is recommended to test drive both, as personal experience is the most important.
Overall, both Proton X50 and Chery Tiggo 8 Pro are quite good models in the Malaysian market. Which one to choose depends on your personal needs and budget. It is recommended to do your research, compare quotes from multiple car dealers, and then test drive to make the final decision. Buying a car is a big matter, spending time on research will definitely not go wrong.
喺馬來西亞嘅汽車市場，好多買家喺揀車嗰陣都會拿 Proton X90 同 Subaru Crosstrek 嚟做比較。而家我哋從多個方面嚟做一個詳細嘅對比，幫你省咗做功課嘅時間。
Proton X90 喺馬來西亞嘅 OTR 售價係 RM 106,800 - 122,800，一共有 4 個版本，包括 2026 1.5T Prime X（RM 122,800）、2026 1.5T Prime（RM 116,800）、2026 1.5T Lite（RM 106,800） 等。
Subaru Crosstrek 喺馬來西亞嘅 OTR 售價係 RM 145,000 - 160,000，一共有 1 個版本，包括 2.0L e-Boxer（RM 150,000） 等。
從價錢來看，Proton X90 嘅起價確實比 Subaru Crosstrek 平咗 RM 38,200。如果你預算有限，Proton 嘅入門版已經可以滿足日常需求。但都要留意，平嘅那幾千蚊，可能在配備上會有取捨，具體要看你嘅需求。
Proton X90 配 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
Subaru Crosstrek 配 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
兩款車用嘅係同一套動力系統，所以日常開起嚟嘅感受基本冇差別。油耗方面也差唔多，唔使太煩惱這一點。
Proton X90 車身長 4400 mm，車尾箱 400 L。
Subaru Crosstrek 車身長 4400 mm，車尾箱 400 L。
兩款車嘅尺寸幾近一樣，車內空間分別唔大。呢個級別嘅車，日常使用完全夠用。
Proton X90 保養 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Subaru Crosstrek 保養 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
總括嚟講，Proton X90 同 Subaru Crosstrek 都係馬來西亞市場好唔錯嘅車型。揀邊一輛，關鍵始終係睇你嘅個人需求同預算。建议大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花點時間做功課絕對唔會錯。
車型概覽
東風風神Sky EV01 值唔值得睇，第一步唔係望牌子或者外形，而係睇佢能唔能夠配合你嘅香港日常。 呢篇會集中講版本取捨，幫你用買家角度篩走唔適合嘅選擇。
售價仍待確認，買家可以先把佢放入候選名單，等價格落實後再同同級車逐項比較。
購車價格指南
東風風神Sky EV01 目前售價仍未清晰，較理性嘅做法係先睇版本、車身大小同動力形式，等價格落實後再決定值唔值得落訂。
如果有幾個版本可揀，可以先將 2025 445km 前驅版（價格待確認）、2025 530km 前驅版（價格待確認）、2024 440km 前驅版（價格待確認）、2024 445km 前驅版（價格待確認） 放喺同一張清單。日常通勤重視舒適同易用，家庭買家就要優先睇後排、尾箱同安全配置。
核心規格重點
睇 東風風神Sky EV01 嘅規格，重點唔係背數字，而係理解佢喺香港用車場景會帶嚟咩分別。
50.82/61.24/50.59 kWh 嘅電池容量，真正意義係可以幫你估算一星期通勤同周末出車要唔要中途補電。 445/530/440 km 嘅續航參考，對住喺新界、九龍同港島之間跨區行車嘅用家會更實際。 12.8/13.5 kWh/100km 嘅耗電表現，會影響你去快充站或者屋苑充電位嘅頻率。 120 kW、240 N·m 嘅輸出，令高速併線同短距離超車更有信心。
優缺點分析
東風風神Sky EV01 嘅優點唔需要講到天花龍鳳，真正有價值係佢能唔能夠令日常用車更省心：日常能源成本有基本參考、電池同續航資訊有助安排通勤同補電、動力輸出對高速同上斜更有底氣。
要留意嘅係，要先確認屋苑、公司或常去商場嘅充電條件、香港停車場同窄路使用要留意車身闊度。呢啲唔一定係缺點，但係落訂前應該先諗清楚。
買家常見問題
買 東風風神Sky EV01 之前，真正要問嘅唔係單一規格，而係佢可唔可以融入你每日嘅生活節奏。
常見疑問係「東風風神 Sky EV01 於香港的落地價大約係幾多？」簡單講，東風風神 Sky EV01 於香港的落地價大約介乎 240,000–280,000 港元，視乎版本而定。 放到實際用車，就係要睇佢對通勤、泊車、家庭乘坐同長期成本有幾大幫助。
同級對比內容
將 東風風神Sky EV01 放入同級車清單時，唔建議只用外形或者品牌光環決定。比較順序可以係：先等售價落實，再決定佢應該同邊個級距比較、再睇動力係咪足夠應付高速併線同滿載、再比較能源成本同補能便利、最後睇車身大小、座位同尾箱是否適合家人。
咁樣篩選會貼近香港買家真實生活：平日塞車、商場泊車、周末去新界、甚至一家人出入，先係一部車每日要面對嘅考驗。
用車全周期指南
擁有 東風風神Sky EV01 最重要係先諗清楚充電節奏。屋苑、公司或者常去商場只要有穩定充電選項，電動化用車就會容易相處好多。
如果你主要喺市區行，視野、低速順滑度同泊車輔助會好影響心情；如果經常行高速或跨區，座椅舒適度、隔音同動力從容感會更重要。
Have you ever seen the roads in India?
I've seen them online.
The scene is usually like this: a sedan blocked behind a cow, motorcycles running wild nearby, even milk tea vendors nearby, so "clean and hygienic".
However, in a place where many feel physically uncomfortable after watching, Toyota, Suzuki, Honda and other Japanese car companies decided to bet on India.
According to the Indian "Brand Quality Foundation" website, the three car companies will invest nearly $11 billion to build factories, increase capacity, and develop exports in India.
Some netizens commented: Did the three Japanese car companies have too much money?
In fact, they didn't have endless money to spend, nor were they bewildered by Indian curry. These Japanese car executives are much clearer than us.
Current Japanese car revenue and market share are declining. Raw material costs are soaring. Looking at the world map, finding a market that can accommodate capacity, expand share, and has gentle competition is not easy.
So, it wasn't that Japanese car companies chose India, but because they had no choice.
The Pain of Japanese Car Companies
Past Japanese cars were truly the envy of others.
Ask old drivers who drove Japanese cars over ten years ago, talking about Japanese cars, almost no one doesn't give a thumbs up, cheap price, fuel saving, durable...
Even many Japanese cars needed to be bought at a markup, but who would think this iron fortress would be beaten out of sight in a few short years.
With the wave of new energy vehicles coming, electrification and intelligence became the goal for many domestic car companies to "leapfrog". Relying on China's strong new energy vehicle industry chain advantages and car companies' own persistence on R&D and technology, Chinese independent brands quickly achieved "leapfrogging".
Domestic cars once criticized are now becoming more and more common on the roads, even surpassing joint ventures in share.
According to CPCA data, in April 2026, the share of independent brands reached as high as 62.5%, far exceeding Japan's 13.1%.
You need to know, the Chinese car market is the largest car market in the world. Losing speed in the Chinese market is like losing a huge piece of cake.
Meanwhile, the main theme of the Chinese market in recent years is still price wars. Racing on configuration, price, and service has become a normal state, which also had a huge impact on Japanese cars' profits.
Apart from China, Japanese cars are also not doing well in the US.
On January 20, 2025, Trump swore in as the 47th US President, starting a series of chaotic operations, including imposing additional car tariffs in the name of national security, causing the tariff rate for imported Japanese cars to reach as high as 27.5% at one point. Although it decreased later, it was still far higher than the initial tax rate.
This operation directly led to a tariff loss of over 2 trillion yen for seven Japanese car companies in fiscal year 2025.
Looking at Japan itself, it is actually not easy either.
Middle East geopolitical conflicts blocked shipping in the Strait of Hormuz, transportation costs and raw material costs soared, Japanese car companies also had to suffer in silence.
Executives looking at the reports, their backs went cold, only to find a new growth curve.
So, Japanese car companies didn't fall in love with India, there was nowhere else to go.
Deep Thought on Choosing India
So, what magic does India have, to make Japanese car companies invest heavily?
The first advantage is big. In 2025, the Indian car market achieved 5.517 million new car sales, up 6% year-on-year, breaking the historical record, ranking as the third largest car market in the world, exceeding Japan for four consecutive years, second only to China and the United States.
The value of this doesn't need me to say much. India achieved this result mainly because India has been promoting tax reduction policies to promote consumption, which led to a significant increase in domestic consumption willingness.
The second advantage is close, meaning it is close to places where Japanese cars sell well, such as Africa.
So, India for Japanese car companies is more like a convenience store built in the center of a crossroad. You don't need to ship cars to eight countries separately, just build well at this stop in India, then unload ship by ship, and you can save a lot of costs.
The Nikkei also believes that India is expected to become its global car supply center.
The third advantage is stability. You know, Japanese cars' advantage is fuel cars, after all, the three major components of engines, gearboxes, and chassis, they have played for many years, technology accumulation is number one in the world.
But the Chinese car market has fully promoted electrification and intelligence development, leading to Japanese cars' advantage becoming weaker and weaker, impossible to play out. But India is different, it has the characteristics of few charging piles and slow electrification process. Indian old people buying cars still look for cheap, fuel saving, easy to fix, and these three points are exactly Japanese cars' old trade.
Especially Suzuki, always been India's car market evergreen, almost always sitting on the best-selling model throne, reputation of being worry-free, better than any advertisement.
So, Japanese car companies' vigorous layout of the Indian market is obviously carefully considered.
But, is the Indian market really that easy to mix?
The Hard-to-Bite Indian Market
Of course, India is not perfect like a hot commodity, its disadvantages are as obvious as its advantages, and every one is enough for Japanese car companies to face a hard time.
First talk about electrification. Yes, right now India has few charging piles and electric cars don't sell well, it is indeed a shelter for Japanese fuel cars. But you have to think, how long can this "shelter" avoid?
India previously shouted the slogan of 30% of new cars being electric vehicles by 2030. Although it sounds like bragging, but can't help but they really give subsidies, really build charging stations.
Imagine, what if one day India suddenly wakes up, starts vigorously promoting electrification, doing infrastructure, charging piles popping out like mushrooms after rain, then Japanese cars will be dumbfounded?
Isn't this a version of the Thai market?
Back then Japanese cars in Thailand won easily. The entire Southeast Asian market was called Japanese cars' backyard. Result Thailand took the lead in promoting electrification. Chinese electric vehicles came in, directly became a hot commodity. Look at Japanese cars again, share in Thailand falling down rapidly.
If India accelerates electrification, history will likely repeat, and this time, Japanese cars don't even have a place to flee, how to prevent will become the first problem for Japanese car companies.
Next talk about policy. India's policy is like a pot of curry, you never know if you will eat chicken or potato next time.
This magical country, today low tariff encourages building factories, tomorrow may fine you a huge amount. What's more annoying is mandatory joint venture. Foreign car companies want to sell cars in India, have to find local partners to partner up. When your factory is built, supply chain is done, India directly backstabs you. At that time whether adding money or withdrawing capital, what you get is heartache.
So you see, this market like India is like a mango that looks very sweet, bite the first mouth it's okay, chew two more mouths hit the hard core.
Japanese cars now is calculating, while the core hasn't bit the tooth, hurry up to nibble a few more mouths, but the core will bite sooner or later, just don't know which day.
Epilogue
Japanese cars this trip to India, not go for tourism, is go to make a living.
Chinese and Southeast Asian dining tables are more crowded, production and transportation costs have risen. Looking around the world, only this pot in India is still steaming, even if what is boiling inside is curry-flavored stones, have to bite hard and chew down.
Japanese car companies want to expand market, India wants to pull economy, solve employment, both sides have their own thoughts.
As for the ending is Japanese cars in India regain their glory, or like past competitors shamefully walk away, then is not known.
But no matter how, this play just started, we slowly watch is okay.
Anyway India's story, never bored.
In May, China's automotive market overall presented a gentle recovery trend, with domestic brands still being the sales backbone of the market. Recently, BYD, Geely, Chery, Changan, and Great Wall, the top 5 domestic automakers, successively released their monthly performance reports. From the data, these five companies show a general characteristic of "stable total growth, divergence between domestic and international markets, and accelerated new energy penetration". Overseas exports and new energy vehicles have become the most core growth engines; export business has evolved from a "bonus item" to the "core foundation" for some companies. BYD's "dominant leader" status is further consolidated, Chery achieved high growth via exports, Geely's new energy penetration rate broke 56%, Changan focused steadily on balanced development, while Great Wall appeared slightly under pressure during structural transformation.
BYD: Export Hits New High Becomes Biggest HighlightIn May, BYD stood firmly at the top of domestic brands with a monthly sales volume of 383,500 vehicles, maintaining positive growth both year-on-year and month-over-month under a large base. Its two main brands, Dynasty and Ocean, sold a combined 330,200 vehicles, contributing 86.1% of total sales; Fangchengbao's monthly sales broke 30,000 units to reach 30,200, a year-on-year increase of 139.7%, setting a new high for the year; Denza sold 16,300 vehicles, and Yangwang delivered 286 vehicles. From a model perspective, BYD had eight models in May with monthly sales exceeding 20,000 vehicles. The Song Family and Yuan Family both broke 50,000 units, selling 51,370 and 56,691 vehicles respectively. The Sea Lion Family followed closely with 42,615 vehicles, and Seagull sales were also close to 40,000 vehicles.
BYD's biggest highlight in May was exports. Overseas new energy vehicle sales reached 160,600 units, an 80.4% year-on-year increase, accounting for about 42%. The sharp expansion of export scale effectively countered the phased weakness in domestic demand. Cumulative exports from January to May exceeded 620,000 vehicles. High export growth mainly benefited from continued ramping up of overseas factory capacity, improved ocean shipping capacity, and accelerated channel network expansion. In the domestic market, BYD promoted Megawatt Super Charging and intelligent strategies simultaneously—Megawatt charging achieved about 90% charge in 9 minutes; 20,000 super charging stations are planned to be built by 2026; all series models are available with Sky Eye B intelligent driving solutions and city navigation safety fallback plans, accelerating the popularization of high-level intelligent driving. As Gen 2 Blade Battery capacity gradually releases, the company's orders are expected to continue rising.
Chery: Sales Growth Leads the Top 5Chery Group's total sales volume in May was 247,800 vehicles, a significant year-on-year increase of 20.5%, ranking first in growth speed among the top 5. Exports remained its most core growth engine—May exports reached 181,900 vehicles, an 80.5% year-on-year increase, accounting for 73.4% of total sales that month, continuously breaking the single-month export record for Chinese brands for three months. In terms of new energy, Chery New Energy sold 100,300 vehicles, a 58.8% year-on-year increase. April and May consecutively saw monthly new energy sales breaking 100,000 vehicles.
The strong performance in exports benefited from Chery's long-term deep cultivation of overseas channel advantages and localized operation capabilities. While overseas orders continued to rise, high export growth formed a sharp contrast with domestic sales—Chery's domestic sales in May were only 60,000 vehicles, accounting for one-quarter of total sales. From cumulative data, Chery Group accumulated 1.101 million sales from January to May, but against the annual goal of 3.2 million vehicles, monthly averages need to reach about 420,000 vehicles later, and pressure remains significant.
Geely: New Energy Penetration Rate Breaks 56%Geely Auto's total sales volume in May was 237,600 vehicles, a 1% year-on-year increase, achieving month-over-month double growth for three consecutive months. In terms of structure, Geely's "New Four Transformations" transformation showed significant results: new energy vehicle sales reached 133,400 units, accounting for 56% of total sales, with new energy share exceeding 50% for four consecutive months.
From sub-brands, performance was significantly divergent. Zeekr brand sales in May reached 34,400 vehicles, a 82% year-on-year increase; Zeekr 9 Series and 8 Series models combined sales approached 50% of total sales, showing bright performance in the high-end market; Galaxy brand sales were 81,700 vehicles; Geely brand sales were 182,500 vehicles, among which China Star Series sales reached 100,800 vehicles; Lynk & Co brand sales were 20,700 vehicles, with new energy vehicle sales share rising to 71%.
In terms of exports, Geely's overseas vehicle exports in May reached 85,100 vehicles, a explosive 184% year-on-year increase, setting a brand single-month export record high. Among exported products, new energy vehicles reached 40,800 units, accounting for nearly half; hybrid and pure electric products have successively landed in Southeast Asia, Middle East, Latin America, and other markets, highlighting the results of global strategy implementation.
Changan: Multi-brand Matrix Balanced EffortChangan Auto's delivery volume in May was 209,100 vehicles, among which new energy deliveries were 92,400 vehicles, a 5.8% year-on-year increase, with new energy share about 44%. In terms of exports, overseas deliveries reached 70,700 vehicles, a 38% year-on-year increase, becoming another major growth highlight for Changan in May.
In the sub-brand matrix, Changan Qiyuan delivered 34,500 vehicles in May; All-New Q05 delivered 15,800 units, with orders breaking 3,000 units within three days of listing in Thailand; Deepal sales in May were 33,200 vehicles, a 30% year-on-year increase; January to May overseas cumulative sales were 28,700 vehicles, a significant 167% year-on-year increase; Avatr delivered 7,336 vehicles in May; Changan Auto (Gravity) delivered nearly 49,000 vehicles in May.
Changan Auto's balanced layout was fully reflected in May: the fuel car base remained stable, new energy brands Deepal and Qiyuan accelerated volume growth, high-end brand Avatr continued to break through in technical cooperation, and overseas markets simultaneously achieved breakthrough growth. The pattern of five brands working together, driven by both new energy and exports, is initially taking shape.
Great Wall: Overseas Sales Growth Year-on-Year 46.75%Great Wall Motor's sales in May were 100,400 vehicles, slightly down compared to last May's 102,200 vehicles, making it the only company among the top 5 to show a year-on-year negative growth. From sub-brands, Haval brand sales in May were 55,500 vehicles, remaining Great Wall's most important sales pillar; Tank brand sales were 17,100 vehicles; both Haval and Tank brand sales showed year-on-year declines; Wey brand sold 8,119 vehicles, a 31.78% year-on-year increase, achieving growth against the trend; Ora brand performance was most stunning, with sales of 6,018 vehicles, a significant 206.88% year-on-year increase. In terms of new energy, Great Wall sold 30,400 new energy vehicles in May, with new energy vehicle transformation gradually accelerating.
The overseas market became Great Wall's biggest highlight in May, with overseas sales growing 46.75% year-on-year. Against the background of pressure on the domestic market, strong growth in overseas business effectively made up for the decline in the domestic market. Great Wall Motor's current core contradiction lies in: Haval and Tank, the two traditional main-selling brands, face weak growth, while Wey and Ora brands, although growing notably, have relatively small volume and are not yet enough to support overall growth. How to complete the "relay" between old and new brands is the key issue Great Wall must solve subsequently.
Final ThoughtsFrom May data, the growth pattern of the top 5 domestic brands has clearly diverged, but there are three common trends worth noting: First, exports have become a key engine for domestic brands to seek stability and growth. Second, new energy transformation is still accelerating, but paths differ among enterprises. Third, technological innovation continues to deepen brand moats. Looking ahead to the second half of the year, competition in the automotive industry will continue to upgrade around these three trends. Although everyone has a common direction, these three trends are all competing for the entire enterprise's industrial chain strength, and the strong will remain strong, which has almost become an inevitable outcome.
